According to the PMBOK Guide, 7th edition, one of the principles of project management is to support team performance. This means that the project manager should foster a collaborative project team environment, build team competencies, and address and remove impediments, obstacles, and blockers for the team. In this scenario, the project manager should provide appropriate training to the team members who lack the necessary skills or knowledge to perform their tasks, rather than emphasizing deadlines, updating the schedule, or accepting the risk. Providing training will help the team improve their performance, deliver value, and meet the expectations of the steering committee and other stakeholders. References: PMBOK Guide, 7th edition, page 9, Principle 8: Support team performance.

In situations where a team member is facing challenges with a task, it is beneficial to seek expert assistance to support the team member. This aligns with the PMI's principles of project management, which emphasize the importance of team development and leveraging expertise to enhance project outcomes1. It also resonates with the PMI-PBA's focus on collaboration and utilizing available resources to address issues and improve team capabilities2. References:
* PMBOK Guide and Standards1
* PMI Professional in Business Analysis (PMI-PBA) Handbook2

According to the PMBOK Guide, risk management is an iterative process that should be performed throughout the project life cycle1. Agile projects also follow this principle, as they use frequent iterations to deliver value and respond to changes2. Therefore, the project manager should follow the risk management process while ensuring that risks are identified, analyzed, and managed during each iteration. This will help the project manager to monitor and control the project risks effectively and proactively. The other options are incorrect because:
* A. There is no such thing as an agile risk manifesto. The Agile Manifesto is a set of values and principles that guide agile software development, but it does not specifically address risk management3.
* B. Asking the product owner to act as a risk manager is not a good practice, as it may create role confusion and conflict of interest. The product owner is responsible for defining and prioritizing the product requirements, not for managing the project risks4. The project manager should collaborate with the product owner and other stakeholders to identify and manage the project risks, but not delegate this responsibility to them.
* C. Implementing the role of an agile risk manager is not necessary, as the project manager already has the responsibility and authority to manage the project risks. Creating a separate role for risk management may create duplication of work and communication barriers. The project manager should leverage the skills and knowledge of the project team and other stakeholders to perform risk management activities, but not create a new role for this purpose. References:
* 1: PMBOK Guide, 6th edition, Chapter 11, Section 11.1, page 397
* 2: PMBOK Guide, 6th edition, Chapter 3, Section 3.8, page 52
* 3: Agile Manifesto
* 4: PMBOK Guide, 6th edition, Chapter 9, Section 9.3.2.2, page 286
* : PMBOK Guide, 6th edition, Chapter 9, Section 9.1.2.1, page 273

The project manager should compare the achieved results to the contract requirements before obtaining financial, legal, and administrative approval to close the project and transfer the liability. This is because the project manager needs to ensure that the supplier has fulfilled all the contractual obligations and delivered the agreed scope, quality, and performance standards. The project manager should also verify that the supplier has completed all the required documentation, testing, training, and warranty services. The project manager should also review the lessons learned, feedback, and satisfaction surveys from the supplier and the project team. This will help the project manager evaluate the supplier's performance, identify any issues or disputes, and resolve them before making the final payment and closing the project. The project manager should also communicate with the supplier and the relevant stakeholders about the project closure and the transfer of liability. References: (Professional in Business Analysis Reference Materials source and documents)
* PMBOK Guide, 6th edition, Section 12.3.1, "Close Procurements: Inputs"
* PMBOK Guide, 6th edition, Section 12.3.2, "Close Procurements: Tools and Techniques"
* PMBOK Guide, 6th edition, Section 12.3.3, "Close Procurements: Outputs"
* PMI-PBA Guide, 1st edition, Section 6.4.1, "Evaluate Solution: Inputs"
* PMI-PBA Guide, 1st edition, Section 6.4.2, "Evaluate Solution: Tools and Techniques"
* PMI-PBA Guide, 1st edition, Section 6.4.3, "Evaluate Solution: Outputs"